Action Plans: Enhancing Training Development for Employees
Abstract
This research paper analyzes and summarizes three published articles and a textbook that provides information on the results from a previous research conducted. The previous conducted research analyzed and summarized the use of action plans that employers and employee structure to develop and enhance training methods to improve job performances. The three articles vary in the definitions of an action plan, the different types of action plans, and the effectiveness of action plans in the workforce. Paul Thoresen states, “action planning should be an interactive process involving both management and employees because it allows more generated ideas,
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This article clearly exemplifies that training development amongst employers and employee should be well structured and focus on the impact of an employee’s job performance and the workforce.
The next article’s, researched and published by the Littler Learning Group in 2009, is summarized as a guideline for individuals who obtain a management or supervision position. Performance Management and Corrective Action: A Resource Guide for Managers and Supervisors gives a breakdown of an effective training guide that employers should provide and make sure their management team are extremely knowledgeable to train the employees. The Little Learning Group (2009) states, that a good action plan is task-oriented, specific, offers the appropriate training or help, sets goals, sets a timetable for effecting change, explains the consequences of continued poor performance, removes obstacles to performance, and lastly considers appropriateness of professional resources. The opinion of this group corresponds with Thoresen’s definition of action planning because it identifies that an action plan is used in training development to better the employee 's job performance. In addition, each action plan must be structured in a sufficient amount of time in order to be efficient and make an impact in the training development. There are various guidelines in structuring effective action plans, but most importantly is that
In order for an organization to achieve long term success, it must consistently evaluate those plans and consider all of the organization’s entities and how they link together. By appraising the existing performance management process, it forces deeper analysis of the process, as well as its intended and unintended influences towards employees and the organization.
Training and Development is imperative to the organization’s progress. Training helps addressing employee weaknesses and builds a reliable and skilled workforce. This will improve the employees’ performance and boost their self confidence, and innovation. By acquiring the needed knowledge and skills, employees can perform more efficiently and increase the overall productivity of the organization.
Organizational analysis “involves determining the appropriateness of training, given the company’s business strategy, its resources available for training, and support by managers and peers for training activities” (Noe, 2013, p. 114). Organizational analysis has determined that retraining needs to occur in several key areas. Training will be given to managers, on improving communication, motivating and retaining employees through coaching and individual pathway development, with a
“In order to develop required human resource competencies, organizational leaders need to align the selection, training, development, and removal of employees with the behavioral requirements of the desired change” (Spector, 2010, p. 102). Having a focus on training can be an important part of helping employees understand how their competitive environment is changing. Along with the importance of changing their behaviors.
This information was gathered in an interview with Andrea Williams, Principal of Theresa Bunker Elementary School. The action plan most recently implemented was the Continuous Improvement Plan (CIP) for the 2015-2016 school year. This is the strategic action plan that is required by the state each year. The district sets forth goals each year with input from the principals in June. The schools in this district start each year planning the CIP for the current school year. This plan has 5 goals included in the plan. The first goal is that 75% of students in K-3 will score proficient on the state’s reading inventory assessment. A second goal is for 75% of students in 3rd-6th to meet or exceed the state’s percent proficient in the state’s ELA and Math standardized tests. A third goal is for students in 1st-6th to show growth by having an SGP score of 40 or higher on the spring testing of the STAR math and reading. A fourth goal is to have 100 percent of teachers participate in the PLC process for 60 minutes per week to focus on the 4 essential questions. The final goal is to have 85% of students being successful in school using only the Tier I PBIS strategies used by the classroom teachers. This action plan included strategies, action steps, and resources as well as a timeline for completing the implementation of this plan. The action steps for this plan included implementing new curriculum with fidelity, scheduling 150 minutes per week of
Most organizations do not follow-up on the benefits of training as regards staff performance. As a result of this they don’t take training and development as an important factor in organizational growth and survival. Most manages do not know how to assess the return on investment in training, nor are they equipped with the necessary management tools to monitor the decision making process of such investment. It has been discovered that training and development budget is the first cut when the organization is faced with difficulties because most of them are of the opinion that investment in the area of training and development is not linked to the bottom line of the business. Globalization and rapid technological development has changed the conditions for companies and increased competition in the world markets. The quality of a company’s human resources is the key driver for sustained top-level performance. It has become crucial to continually invest in human resource development in order to guarantee success in the global market. As earlier said, managers engage in minimal training thereby not giving quality training to their employees, this in turn affects the overall outcome of the training and the performance of the staff. Most organizations that have a competitive image see more reasons to train their workers than those who are on the lower rung of the ladder of recognition, but training and development is still needed to create a niche. In the light of the above,
Clinton O. Longenecker wrote the article titled ‘The Training Practices of Results-Oriented Leaders’. It was published in the Industrial and Commercial Training Journal, Volume 39, Issue 7, in 2007. This article sets out to demonstrate that for many organizations, though training is becoming an important tool in improving organizational performance; front-line managers are often passive or indifferent on the issue of providing proper training to employees. The article addresses business leaders, human resource management, frontline managers and training professionals. In reviewing this article, the issues presented will be
When discussing and planning your organization’s future, it’s important to consider not just the goals, objectives, and initiatives, but clearly how to accomplish them. The most important contributor is undoubtedly your employees. Aligning the organization’s business strategy with its employees is called talent management, and it encompasses aligning the right employee with the right position in the organization. Talent management is a business strategy and must be fully incorporated within all of the employee
Training and development has become increasingly essential to the success of modern organisations, yet some still look at training as a problem or as something that is not taken seriously. Training and development is one key approach used by organisations to improve and maintain the capabilities of its workforce. However, many experts distinguish between training and development, being that training tends to be more closely focused and adapted towards short-term performance concerns, while development tends to be adapted more towards expanding an individual’s skills for future responsibilities (Snell and Bohlander 2007). The main reason that organisations train their employees is to bring their knowledge, skills and abilities up to the
Employee training and development is an area that has been widely examined by numerous scholars, researchers, and academicians. Elnaga (2013) pointed out that one of the most important source of competitive advantage for organization in today’s global market is improved knowledge, capabilities, and skills of a talented workforce. Organizations find it challenging to stay competitive in the modern global economy (Jehanzib, & Bashir, 2013). To ensure that the employees are equipped with the desired knowledge, capabilities, and skills necessary to promote increased performance, it is integral for employers to implement effective and well-defined employee
Training in Overall Organizational and HRM Strategy ‘Training is the planned provision to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future needs of the organisation.’ (Manpower Services Commission, 1981). According to D. King (1964) there are many reasons why an employer should provide training including shortage of labour, high turnover, expanding production, automation, redundancy, improvement of quality, reduction of scrap, diversification of products and raising the calibre of the
A training program that is well-designed is proven to achieve maximum results and meet the training needs identified during a training needs analysis. A well-executed training program will increase overall productivity and provide the knowledge, skills, and attitudes the employees need to perform successfully. This paper presents considerations for the design of a two-phase training program for existing employees – a two (2) day program, which covers the training needs to move the company in the right direction.
Business expansion and globalisation has significantly enhanced the market competition as well as demand of customer due to which it became essential for organisations to improve their employees and business performance. Therefore, it is essential for organisations to plan training and development programs for employees to enhance their skills, capabilities and knowledge. Training mainly involves systematic as well as planned instruction along with distinctive development activities that are targeted to improve employee’s learning. In the particular research study demonstrated the importance of systematic training and development approach. For the specific purpose, Tesco a well-known consumer retailing organisation of UK has been selected to evaluate the aims and objectives of organisation behind developing training programs along with examination of the roles and responsibilities of Training and Development Manager at Tesco. Finally, the paper involves training and development evaluation to investigate the outcomes of planned development activities on work behaviours of employees.
Learning and development (L&D) is an important element of human resource management. This is because it relates to the organizational activity and strategy aimed at improving the performance of individuals as well as groups within the organizational setting (Harrison,2005).The concept of training and development is made up of three main activities: employee training, employee education as well as employee development. The three activities even though are separate, are inevitably interrelated. The training element is an activity which is focussed on as well as evaluated against the job descriptions of a given individual (Montana & Charnov,2000).The education element is mainly concerned with the jobs that a given individual may hold in the future and is
This research focuses on the impact of training and development on employees’ performance in the banking industry using Zenith bank plc as a case study.